SRP Homecare Ltd

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

This is the first assessment for this newly registered service. This key question has been rated good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

Staff consistently upheld people's dignity, privacy, and confidentiality. One relative noted, “Care is personalised and respectful,” while another stated, “[Name] is very fond of their carers and I can see they care about [name] and advocate for [name].”
The workforce delivered person-centred care, with staff demonstrating a strong understanding of dignity and consent. One staff member shared, “When providing personal care, I’d make sure their privacy and dignity is maintained, I’d explain what I’m doing and ask for their consent,” and another added, “Even the small things can make a big difference to someone’s dignity.”

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Care plans were detailed, comprehensive, and highly personalised. Rather than focusing solely on basic clinical needs, records thoroughly captured each individual’s unique life story, daily routines, personal preferences, cultural identity, and future aspirations. This detailed insight ensured that care delivery was tailored to the individual, enabling staff to build strong, trusting relationships. Consequently, the care provided genuinely reflected and aligned with who each person was. One staff member shared,” I always respect [names] choices about things like what to wear, what to eat, it’s their routines and how they want to spend their day.” As a result, daily care delivery was entirely tailored to, and respectful of, each person’s individual identity.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

Effective care planning systems supported people to maintain choice and control over their lives and care. Staff actively promoted independence by guiding individuals through daily tasks, meal preparation, and activities rather than completing tasks for them. This approach successfully helped people build confidence, develop practical skills, and retain their autonomy.
People confirmed that staff respected their personal choices and lifestyles. Individuals described the workforce as understanding and caring. They highlighted specific personal preferences, including explicit requests regarding the gender of their care staff, were consistently honoured and maintained by the service.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

The service delivered highly responsive care that adapted quickly to people's changing needs. Staff effectively monitored individuals' immediate well-being and recognised subtle changes in their presentation or baseline behaviour. When people became anxious or unsettled, staff proactively adjusted daily routines, environmental factors, and staffing levels. This flexible approach allowed individuals to be supported entirely at their own pace, which reduced pressure and prevented situations from escalating.

Communication systems ensured that changes in care needs were addressed immediately. Staff promptly reported any physical or behavioural changes, such as a sudden decline in mobility, to the management team. This ensured that timely interventions and appropriate care adjustments were put in place, effectively minimising discomfort and reducing the risk of further anxiety for the individual.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

The service promoted an inclusive, positive, and person-centred workplace culture where staff felt highly valued. Recent staff feedback demonstrated a high level of team engagement, with consistently positive responses regarding leadership and organisational support. Staff reported feeling well-supported by the management team and expressed strong professional pride in the quality of care they delivered. Furthermore, staff felt empowered within their roles and recognised for their individual contributions, reflecting a well-embedded culture of workplace openness and transparency. Comments shared included, “Yes, I do feel valued. I feel my work is appreciated, and I can approach management when I need support or have any concerns” and, “I think it’s important to have a manager who listens to staff and is approachable, because that makes it easier for staff to speak up when something isn’t right” and, “I’m very happy working with SRP Homecare Ltd.”